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<title>Product Backlog</title>
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<p>The Product Backlog is an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product. The Product Owner is responsible for the Product Backlog, including its content, availability, and ordering.</p>
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<img title="product backlog" src="../drawable/product_backlog_2.jpg" width="100%"/>
<p>A Product Backlog is never complete. The earliest development of it only lays out the initially known and best-understood requirements. The Product Backlog evolves as the product and the environment in which it will be used evolves. The Product Backlog is dynamic; it constantly changes to identify what the product needs to be appropriate, competitive, and useful. As long as a product exists, a Product Backlog also exists.</p>
<p>The Product Backlog lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases. Product Backlog items have the attributes of a description, order, and estimate.</p>
<p>The Product Backlog is often ordered by value, risk, priority, and necessity. Top-ordered Product Backlog items drive immediate development activities. The higher the order, the more a Product Backlog item has been considered, and the more consensus exists regarding it and its value.</p>
<p>Higher ordered Product Backlog items are clearer and more detailed than lower ordered ones. More precise estimates are made based on the greater clarity and increased detail; the lower the order, the less detail. Product Backlog items that will occupy the Development Team for the upcoming Sprint are fine-grained, having been decomposed so that any one item can be "Done" within the Sprint time-box. Product Backlog items that can be "Done" by the Development Team within one Sprint are deemed "ready" or "actionable" for selection in a Sprint Planning meeting.</p>
<img title="product backlog" src="../drawable/product_backlog.jpg" width="100%"/>
<p>As a product is used and gains value, and the marketplace provides feedback, the Product Backlog becomes a larger and more exhaustive list. Requirements never stop changing, so a Product Backlog is a living artifact. Changes in business requirements, market conditions, or technology may cause changes in the Product Backlog.</p>
<p>Multiple Scrum Teams often work together on the same product. One Product Backlog is used to describe the upcoming work on the product. A Product Backlog attribute that groups items is then employed.</p>
<p>Product backlog grooming is the act of adding detail, estimates, and order to items in the Product Backlog. This is an ongoing process in which the Product Owner and the Development Team collaborate on the details of Product Backlog items. During Product Backlog grooming, items are reviewed and revised. However, they can be updated at any time by the Product Owner or at the Product Owner's discretion.</p>
<p>Grooming is a part-time activity during a Sprint between the Product Owner and the Development Team. Often the Development Team has the domain knowledge to perform grooming itself. How and when grooming is done is decided by the Scrum Team. Grooming usually consumes no more than 10% of the capacity of the Development Team.</p>
<p>The Development Team is responsible for all estimates. The Product Owner may influence the Team by helping understand and select trade-offs, but the people who will perform the work make the final estimate.</p>
<b style="color: blue">Monitoring Progress Toward a Goal</b>
<p>At any point in time, the total work remaining to reach a goal can be summed. The Product Owner tracks this total work remaining at least for every Sprint Review. The Product Owner compares this amount with work remaining at previous Sprint Reviews to assess progress toward completing projected work by the desired time for the goal. This information is made transparent to all stakeholders.</p>
<p>Scrum does not consider the time spent working on Product Backlog Items. The work remaining and date are the only variables of interest.</p>
<p>Various trend burndown, burnup and other projective practices have been used to forecast progress. These have proven useful. However, these do not replace the importance of empiricism. In complex environments, what will happen is unknown. Only what has happened may be used for forward-looking decision-making.</p>
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